Managing Organizational Change Rle Organizations

The United States Internal Revenue Service introduced a multi-million dollar program to automate its operations in the early 1980s. This book describes a multidisciplinary study of the experiences of several thousand users in this program, based primarily on questionnaires, observation and interviews. The case study gives valuable guidance to managers and their consultants involved in planning introduction of new office technology, as well as providing more academic insights into aspects of human behaviour under changing working conditions.

The United States Internal Revenue Service introduced a multi-million dollar program to automate its operations in the early 1980s. This book describes a multidisciplinary study of the experiences of several thousand users in this program, based primarily on questionnaires, observation and interviews. The case study gives valuable guidance to managers and their consultants involved in planning introduction of new office technology, as well as providing more academic insights into aspects of human behaviour under changing working conditions.

Providing the Skills to Successfully Manage Change Managing Organizational Change: A Multiple Perspectives Approach, 3e, by Palmer, Dunford, and Buchanan, offers managers a multiple perspectives approach to managing change, which recognizes the variety of ways to facilitate change and reinforces the need for a tailored and creative approach to fit different contexts. The third edition offers timely updates to previous content, while introducing new and emerging trends, developments, themes, debates, and practices.

This book explains how change encompasses many different phenomena, occurs in a variety of ways, and can have widely divergent causes and driving forces. It also helps to develop a constructive theory dealing with planned organizational change. The book is divided into two main sections. Part 1 discusses how organizations can tackle change actively in order to meet the new challenges they are facing. The author provides an analysis model based on four elements: driving forces, the content and scope of change, the process of change and the context of change. Part 2 addresses how an organization can implement a planned change. Emphasis is placed on how those who are responsible for implementing the change – the change agents – can apply various change strategies, and how planned change processes can be managed. The author shows how various change strategies and different ways of managing change can be equally effective, but in different situations. The book uses an interdisciplinary outlook, and it is based on research in the fields of psychology and sociology as well as political science and economics. The extensive references to source materials also mean that it is useful for anyone who would like to study organizational change in more depth. Dag Ingvar Jacobsen is the author of several books in the fields of organization and management, political science and methodology. He is co-author of the book Hvordan organisasjoner fungerer (How Organizations Function), which is one of the most frequently read books in Scandinavia about organization theory. Jacobsen is a professor at the University of Agder, and is a very popular speaker.

This ground-breaking textbook describes change as an on-going phenomenon: not an event that will soon be over but a permanent feature of organizational life. Taking a unique and refreshing approach, the text presents change as a communal process reinforced by multi-perspective stakeholder management with significant impact on individual and social responsibilities. It showcases how change is successfully achieved through relational communication based on conversations, narrations and storytelling. This approach has been extensively tested over many years in university education programmes around the world. Now in its second edition, Managing Organizational Change provides students with an insightful overview of change management that realistically reflects the needs of organizations today to respond to, include and empower their employees. Written by an experienced instructor and researcher, this textbook is ideal for undergraduate and postgraduate students of change management and for those aspiring to become managers and consultants. New to this Edition: - An extended coverage of diagnosis and intervention with an emphasis on appreciative inquiry - Revised cases and newer conversational episodes from a wide variety of conversational settings - A variety of activities designed to engage students and enhance their learning outcomes Accompanying online resources for this title can be found at bloomsburyonlineresources.com/managing-organizational-change-2e. These resources are designed to support teaching and learning when using this textbook and are available at no extra cost.

Managing Organizational Change provides managers with an awareness of the issues involved in managing change, moving them beyond "one-best way" approaches and providing them with access to multiple perspectives that they can draw upon in order to enhance their success in producing organizational change. These multiple perspectives provide a theme for the text as well as a framework for the way each chapter outlines different options open to managers in helping them to identify, in a reflective way, the actions and choices open to them. Changing organizations is as messy as it is exhilarating, as frustrating as it is satisfying, as muddling-through and creative a process as it is a rational one. This book recognizes these tensions for those involved in managing organizational change. Rather than pretend that they do not exist it confronts them head on, identifying why they are there, how they can be managed and the limits they create for what the manager of organizational change can achieve.

Organizations must evolve to keep up with today's dynamic and competitive environment. This book explores a set of concepts, theories and techniques that address the successful planning and implementation of change across an organization. It focuses on why a company needs to change, what can be changed and how to appropriately plan and implement that change. The authors also explain how individuals, groups, and the organization can improve their ability to move through the change process. --This text refers to an out of print or unavailable edition of this title.